Environmental, social, and governance (ESG) integration as a socially responsible investment (SRI) from a financial perspective has been discussed extensively. However, few studies discuss its impact on firms’ internal operations from the perspective of sustainable development (SD). This study aims to examine the integration of ESG into the currently prevailing business model. Twenty-nine studies were systematically reviewed. Our analysis used an input–process–output model to identify the integration process and the outcomes. The findings show that only two papers explain the implementation steps or transition process of ESG integration, while 27 papers discuss ESG integration as an outcome, including integration behaviors, advantages, practices, and critical views. Our research aims to highlight that firms adopt ESG as a response to pressure from financial markets rather than as a serious effort to integrate sustainability into their core operations. We state the need for more research into the integration process to motivate firms to reform their business models, foster sustainability, and enhance financial performance.

This study analyses the knowledge-sharing process and its outcomes among stakeholders (i.e., academia, industry, government and civil society) in the context of a regional sustainability-oriented project held in Ena City, central Japan, by using the Quadruple Helix (QH) framework. We collected data through interviews with the stakeholders and related documents and employed qualitative content analysis to analyse the data. Our findings imply that there is a gap between the theoretical understanding and practical application of sustainability practices at the initial stage of interaction. However, the project facilitated inter-exchanges of knowledge among stakeholders in the respective helices that could address this gap. Our research suggested the roles of stakeholders in a sustainability-driven collaboration as bridging academics, resource-providing industry, observant government and boundary-spanning civil society which represent the balanced QH model. The current study contributes to the existing literature three-fold. First, few existing studies have employed the QH model in the context of sustainability. Second, most previous studies on the QH model have focused on macro-perspectives. Third, the study clarifies the roles of the stakeholders, which extends the understanding of the QH model. This study suggests a regional sustainability policy that encourages more bottom-up initiatives, in line with the balanced helix model.

Members of the public or community can play a significant role in the development of social innovations. When a social innovation is developed involving a scientific approach and the community, there is the confluence of two fields-citizen science and social innovation. Social innovations can be developed through the employment of design-thinking. In this paper, we advocate design thinking as an approach to marry the two fields for a desired outcome of improved community life in ageing housing estates in Tokyo. The two fields, citizen science and social innovation, are described in brief before the design thinking method is introduced and its utility in engaging citizens for social innovation is explored. The paper provides two case illustrations and the lessons drawn from them. We conclude with pointers for others who desire to employ this approach. When the resultant innovation and design-thinking approach are adopted by the community for future projects, there could be a change in society and possible forward movement for self-help and change.

The adoption of environmental, social, and governance (ESG) principles has pressured firms to change their internal operations, creating conflicts regarding meeting sustainability standards. This study uses paradox theory lens to examine conflicts in ESG integration in a business model and explore resolution strategies. We used the case study of a top ESG leader in the information and technology sector—the Ricoh Group. We identified conflicts for environmental, social, and governance factors and found they adopted a synthesis strategy for conflict resolution for all ESG issues. ESG conflicts were resolved by emphasizing that ESG practices are a global requirement with ESG department support and management power. Environmental conflicts were resolved through shifting from cost-of-capital-centric to market-competitiveness-centric. Additionally, social conflicts were resolved through feedback on market needs. We state that using the ESG framework as a promise for future finance, where its adoption of ESG practices may positively impact future financial performance and might support the integration process. We stress the importance of constant feedback with all divisions about ESG regulations and their status and progress toward achieving ESG goals. We further highlight conflict-resolution strategies adopted to support the integration of the ESG framework into the business model.

This paper examines a Business Model (BM) from a socio-economic system perspective to discern key factors and understand its interactions resulting in the Scaling of Social Impact (SSI) in Social Entrepreneurship (SE). Previously, studies have explained the importance of the BM in relation to SE. However, there is a lack of empirical studies on how a BM’s transitions through participation of various actors result in the SSI, causing a gap in this field’s research. This research applies a qualitative analysis on a single case study of a Japanese social startup, “mymizu”, the first water refill application platform in Japan. The findings show that collaboration amongst different stakeholders on the initial phase of the BM could increase awareness of responsible consumption, convert into actual users for sustainability, and change their behavior. Secondly, members of society could take on dual roles, both as users and collaborators in the BM, which results in an exponential scaling effect of the Social Impact (SI). This paper contributes towards adding a Participatory Stakeholder (PS) to the ecosystem of the SSI and building a Regenerative BM (RBM) that is relevant in SE towards sustainability.